VOLUME X – CHAPTER 7
DOES YOUR HEAD DESERVE THE CROWN
Are you ‘yudhistra’ or ‘YUDHISTRA’?
Many go after the crown. For some the crown comes seeking them. Lal Bahadur Shasthri was the only politician who belongs to the second noble category.
Among Educationists of Tamil Nadu, Kulapathi S. Balakrishna Joshi, K. Kuruvilla Jacob, S. Natarajan- Head Masters also belonged to the same category.
In our scriptures the chief was called the king, who was compared to the cowherd. The king takes care of the kingdom and the kingdom gives him the power. The cow and the cowherd are mutually inter dependent. The farmers’ existence depends on the latter and the latter’s protection is in the farmers’ hands. They grow to serve each other and to grow together. This analogy will apply to the Principal and the staff.
The Principal and the staff are bonded together. He has to be their welfare officer and they in turn endow him with power, to steer the school, by offering their full cooperation.
You might have been made the Principal. But the moot question is, do you have the attitude to be a Principal? As soon as you sit on the revolving chair do you start exhibiting the rashness, impudence, immaturity of yudhishtira who gambled away his kingdom, brothers himself and even his wife or like the yudhishtira who after undergoing many travails in the exile period-when confronted by the yaksha, answers all its questions patiently and thoughtfully with care and caution. Do you start managing men and matters with diligence, decorum applying your mind fully to each issue without being carried away by emotion or impelled by impulse.
As Principal, immediately after ascending the gadi do you look down upon your former peers or totally neglect the junior most teachers most teachers as dirt and disposable. Even as Yudhishtira put down his youngest brother Nakul as the first bet in the game of dice or grow enough in wisdom to call the junior most in a staff meeting and ask for his opinion thereby giving him a feeling that he matters- just like Yudhishtira requested the Yaksha to bring back to life only Nakul instead of asking for Bhima or Arjuna.
Do you wear the crown to help the weakest?
Some undergo process of natural ripening. Some require a baptism of misery and trouble to make an attitudinal shift.
But the author had the misfortune to witness some Principals who failed to learn from experience and allowed themselves to be manhandled, to be shoed to be bullied, to be gharoed, to be called names, to be immortalized on the walls and the road, to be publicized thro posters, to be enshrined in anonymous letters, to be booed on the Annual day, to be abused and accused in the farewell meeting, t have their home fired with a volley of stones, to be front paged in the local press with a negative image, to be given a cold reception on joining duty because his past reputation had reached this school much early.
They had to face all these because they considered their crown- principalship- as a piece or ornament. The crown should feel happy it is on your head and not feel ashamed and sorry about its position.
Does your head deserve the crown? What is your answer? Don’t reply think within yourself. Talk to your crown- to your chair- that will help you discover the answer.
VOLUME X – CHAPTER 8
HANDLING GENE
Lay ground rules
Today’s students are not like those of yore. They demand high maintenance. Only strong leadership can tame them. They feel they have a say. They want their voice to be heard. They are prepared to take up assignments. They are not afraid of difficulties and problems. They know to distinguish between praise and flattery. They are tempted to keep their head high. They are more vocal. They take things lightly. They are eager about short term gains.
They want to hit the ground running. They don’t like to be pushed into win or lose situations. They are surprisingly ahead in their knowledge and skills for their age. But they took maturity in behaviour.
How to shape them up is our big question?
You have to help them understand the real world around them. You should help them to develop the right frame of mind when they enter the world of work. You have to help them to out in real hard work and really smart work.
Don’t let them slip away from your hold. Develop in them an intense passion for a work. Proper alignment with your institutional values, provide frequent challenges and sense of partnership and teamspirit. They may not be able to do many things at a time, unbundle complex roles and help them to success in small doses. By helping them to learn and assimilate more ideas and techniques you will be enabling them to do better in their work.
Help them to prioritise their work and act upon them top down. Help them to get rid of time wasters and learn to work as per a plan. Help them understand how to take notes, how to plan, how to use a checklist, the work place ethics and values, the attributes of good and responsible citizenship and above all to practice reflective thinking and to evaluate themselves.
As a Principal lay the ground rules for working with you. Have frequent one to one sessions. Let there be not diabolical expression emanating from your side. Ask them to ask themselves often – what next? How to improve myself further? Where and who should I reorient myself? Make them look for opportunity to get answers to these questions.
Watch out for the poor performance, at the same time don’t allow good performers slide down. If you find a good staff going south, then catch him and help him see the reason for his “Dakshinayan journey” and how he can regain his lost balance and power. Instead of allowing him to get frustrated with failure help him to smell the scent of success in tiny doses.
Advise parents to be on the same page
In the olden days, between the parents and children there was not much of a gap. Today the mental emotional growth of our children is so rapid and so fast that they don’t know what they want.
In PTA meetings the author had heard parents complaining that their voices are not heard. Their guidance is not sought and their advice is lost in the cacophony of the multitude of voices surrounding and impacting on them. They used to ask “How to get through to our children in the midst of all these? In the present day context of multiple choices and multiple avenues open to them the parents are at loss to guide them. Their peer’s advice/suggestion gains an edge over what their parents say. Parents’ reasoning is misconstrued as preaching. When the parents suggest something their children tell that they wish to go with the flow and abide by the rhythm of their lives. The parents’ dilemma is how to ensure that they and the children remain on the same wave length.
The parents say that they don’t get the time to catch them for a one to one friendly conversation. But they feel it is important to restore these chat times again to stay connected with them. The dinner table on Sunday lunch time is the best occasion to understand their thought patterns.
The author used to tell the parents “Please listen- don’t just hear, allow your kids to speak to you. Even learn to listen to the meaning of their silences. Reserve some time aside for them so that you don’t become a stranger or an occasional visitor at home. Take care not to intrude into their private spaces. But develop a specific time and place to be with them. Their world is different and full of fun and laughter. Learn what motivates them. Sometimes it is good to learn their language. They have their own code words- very interesting and amusing ones. Even 15–30 minutes of quality time – if you keep aside for them – it will work wonders.
Most important don’t fail to instill basic values in them when they are young and put them through a good education. Then you would have won half the battle, and you can respose trust in your child.
ASHISH PATEL, General Manager, MTC India has nice way of categorizing hte Gen-Next into ten types.
A] Happy Generation
They live for now- the present- and have an option overload for entertainment, career, friends.
B] Jugaad Generation
Rebellion is out/Jugaad is in- they don’t fight partner/society-they work them.
C] Zero Generation
Materialistic, shopaholics-chasing some of the same brands-same mobiles-same sneakers-same jeans-make it look good old is out!
D] Fame Generation
It is not only important to be successful but also seen to be successful- what matters is fame – a feeling of having arrived!
E] Connected Generation
They need and use the latest in technology- yes they use it/need it to stay connected.
F] Me Generation
Focus on I, on ‘self only. Why should I perspire if it is not going to benefit me? I will do only if I or my close inner circle are directly affected/or will reap the benefit. It is a case of noon time shadow which can’t give shade even to one person.
G] Shortcut Generation
Generation is a rush- No test-match only T20-choice and hopping of careers- relationships for a change.
H] Multiple Heroes Generation
No single role model or point of inspiration- It could be Dhoni’s body language/ Schumacher’s attitude / Ranbir’s style / Akshay’s dancing to Range De Bagant – Parts from various sources that drive, inspire or excite them for different things.
I] Hey Bhagwan Generation
Mirrored in their relationship with God- More of a friend- Fashionable to say – “I believe in God but not the circus around it”.
J] Stressed Generation
Always under a tremendous pressure – pressure to perform in school, with friends, for ranks, for placement, they say – “We have more choices – but we also have way more pressure / and competition.
[Courtesy – The Economic Times.]
It is a challenge for you as Principal to manage and mould all these different types. Don’t expect them to come up to your level and expectation. You have to get down to their level without losing yourself. Slowly pull them up as you will life a person fallen into a well. Give them an illusion that you are moving with their rhythm, their flow, but slowly silently pull them to the other bank of sense and sensibility.
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ONE WHO KNOWS (VOLUME X – CHAPTER 7 & 8)
(DIMENSIONS OF THE LIFE AND WORK OF A PRINCIPAL)
1378) one who knows that in a world full of mediocrity, He has to live to challenge the extremes and phrases like “That can be done” are the stuff that trigger him to action.
1379) One who is interest in the personal challenges of going into the unknown
1380) One who spurs his team to solve a problem that none has ever solve before
1381) One who has more confidence in his team, than they have in themselves
1382) One who knows that his people, if empowered, will go beyond what they have ever done before
1383) One who leads his team to do something which they may not know they can do
1384) One who read out in a staff meeting an ad for an oceanographic expedition:-
“Men wanted for a hazardous journey, small wages, bitter gold, long months of complete darkness, constant daylight, safe return doubtful, honour and recognition in case of success”
“I want people young, highly motivated, brilliant capable of working in a team, no body knows the answer. But when you find the answer that is going to be page 54 of the manual that other people will use in the future”.
1385) One who knows that when his team knows that they are really pioneers, they will get excited and with a higher morale within a day they would figure out the solution
1386) One who is bold when boldness is required, One who is cautious and disciplined when needed.
1387) One who makes decisions as he goes along that could not have been anticipated earlier in a fluid situation
1388) One who from where he stands today, does what he can to make it the best it can be
1389) One who knows that when he asks people to do their best and they know they are not being judged, it makes all the difference in the world
1390) One who believes that “children learn only when the process is engaging and connects with their lived experience”
1391) One who advises his staff to “have short term objectives and tweak them based on current circumstances”
1392) One who advises his staff to “factor in a loss of will power on a few occasions, instead of aiming for perfection
1393) One who advises his staff about the signals for job loss about which they should be careful:-
a. Management doesn’t response to your suggestions
b. You have been bypassed for a hike / recognition / promotion / deputation
c. Nobody takes notice of your work
d. The management is not insulting in updating your skills
e. School heads or stcre tarids do not return your calls
f. But indispensable to the school
g. You have only commoditise or marketable skills but not ‘Niche’ skills which will make schools queue up at your doorstep
h. Decline in enrolment
i. Poor performance
1394) One who advises his staff how to survive job loss:-
a. Manage your finances
i. Have an emergency corpus
ii. Get an independent health insurance
iii. Use savings to pay EMI
iv. Use credit card for household expenses
v. Slash expenses and form a new budget
vi. Sell assets, take loan against investments, borrow from family and friends
vii. Reschedule loan EMIs and insurance premium no new investments
viii. Cut expenses on eating out move on
b. Manage your carrier
i. Seek counselling
ii. Request an opportunity to improve
iii. Try to get internal posting in group’s other schools
iv. Update resume, tap online portals
v. Don’t go for a job that gives lower salary
vi. Reach out to professional network
vii. Take part-time job
viii. Be flexible about designation, money, sector & location
ix. Upgrade your skills
x. Explore hubbies
1395) One who advises his staff on what not to do on losing the job to maintain their mental and financial balance:-
a. Don’t panic or stress out
b. Don’t dip in retirement corpus
c. Don’t take the first job, if accept a low salary, it will take a long time to raise your income
d. Don’t badmouth your previous employer
e. Don’t avoid creditors restructure repayment
1396) One who advises his staff how to become indispensable at work
a. Provide immense value to the institution
b. Your approach and contribution to the team and school should exceed expectations
c. Build meaningful connections
d. Build a reputation as a lead player
e. Make an impact
f. Choose rules that make a substantial difference
g. Seek unsolved challenges that can substantially change your school’s image
h. Become an expert in a critical skill that none else in the school has
i. Get trained to expand your capabilities so that when that task comes up, you are the only person who can be relied upon to do it well
j. Stay humble so that the management does not fear losing too
k. Invest in your relationship with students, parents and colleagues
l. Invest in your principal’s and management’s success
m. Be a problem solver. Try finding new ways of solving problems as and when they come up, while others whine
n. Build a reputation for sharing knowledge become a go to person for advice
o. Work on you a written and verbal communication skills
p. Set high standards for your work
q. Deliver more than you have committed
r. Build a reputation for honesty & reliability
s. Volunteer for the most challenging tasks
t. Be a magnet for people to join a project because you are on board
u. The more you are inspiration for your team and school, the greater is your indispensability
v. Find your genius elevate your work to art
w. Overcome resistance don’t allow your mind to be hold back by the “Lizard” part of the brain known as “Amygdala” seduce your brain to challenge yourself to try new things
x. Gift your tribe
Gift your art by helping colleagues with your knowledge and skills
y. Ship fast
As a true artist, get into the habit of ‘shipping’ your ‘product’ even if you are not completely certain of success
z. Make yourself a diamond that dazzles
1397) One who advises his students on how to make themselves better human beings
a. Do not get bogged down by what your friends do or don’t
b. You can’t be defined by others try to build your own thoughts
c. Don’t seek affirmations and confirmations from all
d. Trying to please everyone will be suicidal for your personal growth
e. In Robert Cialdini’s words don’t seek “social proof”
f. Do not be in hurry to grow up
g. Some things take time growing up is a process every seed doesn’t become a tree. We have to nurture, support, love and sometimes admonish you – it is all a part of growing up
h. At every stage you have a set of responsibilities, independence and authority
i. Do not wile away your time all play and no work wont get you to where you want to go
Remember the ant and the grasshopper story
The ant worked tirelessly through the summer while the grasshopper played away, only to learn the value of hard work when winter arrived
Be the ant many times, but do be the grasshopper some times. The fine balance is difficult to achieve but then who said life is easy? Also don’t be careless.
j. Keep reducing the speed and some day you may not feel the need to be on the treadmill
k. Do not get too attached and emotional about your friends
l. Mates and belongings it only ‘Hurts’
m. Be honest with yourself, if not with anyone else
n. Do not disrespect anyone
o. Respect yourself, your parents teachers, extended family, maids, drivers and every person who helps you
p. As a result priest, Baltasar Gracian said:-
“The wise are the least tolerant for learning has diminished their patience”
q. Success does not mean more medals or money
r. It is perfectly okay to come second in race, as long as you know you tried your best and are able to work harder the next time, instead of saying that you can’t do it.
s. Develop a hobby
It could be a sport interest, an art, a craft. It can act as a great stress buster or your hobby truly loves you back so, have one
1398) One who knows that a big task can be accomplished by a small ground
1399) One who follows James Cameron’s code:-
a. Follow your passion single mindedly rewards will follow
b. Trust your team more than they trust themselves
c. When a project hits a wall, rally people around and keep them motivated by showing them the progress they have made
d. Visualisation is a good way to manage self when preparing for new difficult tasks
e. Be prepared mentally reality can beat worst case scenarios
f. Maintain integrity of vision but don’t be dogmatic
1400) One who admires and adapts the “Intel trinity” way of working together
Mixed into this was ruthless honesty and a commitment always to do the right thing.
The real challenges in managing such a diverse group and not let them explode in blame, feuds and acrimony – that takes great management.
All 3 had a common goal – their commitment to creating a great company that enabled the 370, when necessary, swallow their pride, forgive and forget.
1401) One who is not a prisoner of perspective – prisoner of his own mind
1402) One who has a leadership that wants to make the school a success vs. themselves – a team that has high courage and low ego and have extreme domain knowledge.
1403) One who puts systems in place that force a collaborative environment.
1404) One who puts tricky questions in an interview
a. After 20 minutes asks him where he was born and why he was born there
(Only one answer – he was born where his mother was)
b. Tell me one incident in your life you have deal with over a long period with a lack of self-confidence, how did you get into it and how did you evolve from it?
1405) One how knows that in an interview he is not supposed to ask personal questions or gaze at a person
But the resume rarely tells about a person’s personality and how it will manifest in various contexts.
1406) One who knows time management and so following the advice of Laura Vanderkam (Time Management Expert) writes down next years forward looking performance review now because he has realised that he has more time on his hands than he think – 168 hours every week. So he keeps a time log and decides to use his extra hours to work on a new idea or to enrol in a course which will add value to his experience, while being aware that creating time for his priorities is not going to beast and that mapping out priorities in advance will give him a better opportunity to create the extra hour for his new endeavour.
1407) One who knows how to bring around a person by following the way adopted by Sri Manakkal Swamigal (To Bring Around King Alavandar to the Spiritual Path. He gave to the King’s cook for 6 months. The green leaf – thuthuvalai. Then stopped for 3 days – called to the court – said I have come not to receive but give you taught Gita and then took him to SriRangam, showed the Lord and said “He is the meaning of Gita”.)
One who goes on doing good for the person he has in mind, then step for awhile and then attract him.
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THE Lord is closest to you. He is the Mother, Father, Teacher, Friend, Guide and Guardian. Call on Him and He responds immediately. From dawn to dusk, spend every minute in His company. That is the reason why I have directed that every Sathya Sai Organisation must arrange for Nagar Sankirtan in the pre-dawn Bhahmamuhurtham. It is a mission of Love and all will welcome it. It is a great act of social service to wake up people with the Name of God. It is a purifying pilgrimage, casting off anger and hate that infest the atmosphere. – Bhagawan Sri Sathya Sai Baba
